Dr. Deming

More reflections on additivity, including hole reinforcement circles and golf balls

Post by Bill Bellows, Deputy Director, The Deming Institute. “The efforts of the various divisions in a company, each given a job, are not additive.   Their efforts are interdependent.” W. Edwards Deming, The New Economics In a continuation from a previous blog on what to think when things do not add up…, consider the machinist whose …

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The Landry Principle

Guest post by Doug Stilwell, Assistant Professor in Educational Leadership at Drake University, originally featured as a post at https://sites.google.com/site/dcintrial2/.    Follow this link to listen to our first podcast with Doug. Landry I am the proud owner/friend of a one year old 75 pound golden retriever named Landry, affectionately named after the former and well-respected coach …

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Deming’s Principles of Professional Practice

This guest post is an excerpt from Ed Baker’s book (pages 104-105), The Symphony of Profound Knowledge, which was created in partnership with Aileron.org. The distinction between the meanings of the words ethical and moral is not always clear, and often they are used interchangeably as synonyms. Ethics has been used to refer to a system of …

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Book Review – Profit Beyond Measure

Post by Bill Bellows, Deputy Director, The Deming Institute H. Thomas (“Tom”) Johnson stands at the forefront of a world-wide community of business thinkers who are unveiling the limitations, as well as assumptions, of the old economics that underlie the mechanistic decision making and planning practices of corporations and organizations. Upon co-authoring his 2001 book, Profit Beyond …

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The Transformed Map of a Recovering Management Accountant

This guest post is an excerpt from Ed Baker’s book (pages 140-141), The Symphony of Profound Knowledge, which was created in partnership with Aileron.org. Dr. Tom Johnson, an economist and self-described “recovering management accountant,” is well known for his early contributions to the traditional accounting profession. His books Relevance Lost, coauthored with Robert S. Kaplan, and Relevance …

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Mind the Choice: Continuous Improvement or Continuous Problem Solving

Post by Bill Bellows, Deputy Director, The Deming Institute. Sparky Anderson, manager of the Cincinnati Reds during most of the 1970s, spoke on occasion about the big problem he had with his Major League Baseball team.   He claimed that the Reds, also known at the time as “The Big Red Machine,” had so much talent that he …

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Manage the System to Score a Whole in One: A Golf Lesson

Guest post by Edward Martin Baker.   A version of this post originally appeared on Aileron.org. In a previous blog, “Leaders can make music,” I used the analogy of the leader as orchestra conductor who follows a score to orchestrate people playing together. The score to which I referred was Deming’s System of Profound Knowledge. Another …

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